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CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Decision-making in organizations has been the domain of top management but without the participation of those on the lower treads of the ranking of management, yet they are the very ones expected to see to the implementation of these decisions. Marchington (2019) saw employee participation as a feature of soft rather than hard Human Resource Management, (HRM). In organization with a hard orientation, he considers that the “numbers-driven‟, cost-cutting mindset reduces participation to a one-way communication channel. This contrasts with organizations that are true believers in employees as their greatest asset‟ where there is a strategic pledge to sharing information and views and achieving a workplace culture that meets business needs.

Bennett (2018) describes employee participation as a form of employee voice initiative which may be seen differently by Human Resource (HR) experts and unions. Employee participation is considered a key element in the successful implementation of new management strategies and plays an important role in determining the degree of good organizational citizenship behavior (Harber and Marriot, 2019). This in turn, increases the commitment of the employee as well as their motivation.

Furthermore, Higgins (2019) argues that participation is a mental and emotional replication that will lead to the fulfillment of individual and organizational goals, especially if supported by the organization’s climate. For instance, (Appelbaum et al., 2018) argue that the opportunity to participate in decision making helps to create trust between workers and supervisors and to produce intrinsic rewards. Employee participation in decision making has become a significant topic in human resource management (HRM), and is regarded as one of the chief ingredients of employee voice, which many management scholars have observed to be a growing management concept. Several studies have shown that allowing employees to participate in decision making leads to increase in motivation, job performance, and organizational growth (Kim et al, 2019). Decision making is shared at all levels of management. It is observed that decision making in Japanese organization are focused on defining questions or issues rather than on finding solutions. Thus all levels of the organization are involved in this process.

1.2 Statement of the Problem

The major problem for employee involvement in decision making is resistance to change by management. Managers create an organizational culture that reflects their own philosophies and styles of management and reinforce their strategies and control. Employee participation in decision making poses threat to the more autocratic manager. Many managers tend to resist participation because it is contrary to their habit-formed ways of thinking and behaving.

In addition, failure to respond to employee commendations is an example that reduces employee participation in decision making. If management does not acknowledge employees endorsements, employees rapidly conclude that management has no interest in their ideas. Many researchers have taken a more universal approach to studying employees‟ participation in decision making, arguing that participative decision making requires a certain context over and beyond a set of programs or techniques. Without the redesign of work, employee participation efforts can even have a negative effect. Participative approach such as delegation gave mixed results, especially in public organizations. In contrast, participative decision making that gives employees the opportunity to make substantive changes in their work is a tool for large-scale organizational change. In the light of the above, this study therefore is set to determine the impact of employee’s involvement in decision making and workers motivation,

1.3 Objectives of the Study

The main objective of this study is an impact assessment employee involvement in decision making and workers motivation. Other specifics objectives are:

To examine whether employee participation in decision making improve their performance.
To evaluate whether employee participation in decision making has positive impact on job satisfaction and organization productivity.

To assess the significant relationship between employee participation in decision making and job satisfaction.

To identify the choice of incentives (monetary or non-monetary) among employees of banks in Nigeria.

1.4 Research Hypotheses

Research hypotheses can be defined as a definite statement, ideal or suggestion whose truth or practicability can be tested through a scientific method. The following hypotheses will be tested in order to adequately analyze the need for effective workers participation in decision making as an effective tool for enhancing job satisfaction.

Hypothesis I

Ho: Employee participation in decision making does not improve their performance.

Hi: Employee participation in decision making improves their performance.

Hypothesis II

Ho: Employee participation in decision making does not has positive impact on job satisfaction and organization productivity

Hi: Employee participation in decision making has positive impact on job satisfaction and organization productivity

Hypothesis III

Ho: There is no any significant relationship between employee participation in decision making and job satisfaction.

Hi: There is significant relationship between workers participation in decision making and job satisfaction

Hypothesis IV

Ho: There is no choice of incentives (monetary or non-monetary) among employees of banks in Nigeria.

Hi: There is choice of incentives (monetary or non-monetary) among employees of banks in Nigeria.

1.5 Significance of the Study

Employees‟ ability to perform their work is different from the willingness to perform that work. Employers may engage highly qualified workers but that does not guarantee them high productivity. “As the saying goes: “you can take a horse to the river but you cannot force it to drink”. The productivity of the firm therefore depends on the workers‟ willingness to work. This is what is referred to in organization studies as motivation. Motivation of workers is therefore paramount in any organization.

In view of the above, this study suggests one of the ways by which workers can be motivated to put in extra effort towards the organization’s success. It also offers an alternative to the sole use of money in the form of bonuses, commission and other financial incentives to solicit extra effort from workers. This study also enables organizations, especially banks, to know the views of employees with regards to the use of Employee involvement in decision making as a motivational tool. It further establishes the level of significance regarding the difference in public and private sectors workers with regards to the use of employee involvement in decision making as a motivational tool.

In the area of academia, this study contributes to sociological knowledge especially in the area of organizational studies. The findings from this study will be useful for further studies into industrial relations and employee incentives schemes.

1.6 Scope of the Study

This research work centres, on Employee Involvement in Decision Making and Workers Motivation: An Impact assessment with particular reference to First Bank Plc, Lokoja

1.7 Limitations and Constraints of the Study

In the course of carrying out this research work, the researcher encountered several problems. In the first instance, the researcher did not have enough time to actually go into subject matters as planned. This is because this project work was done with other class work.

In addition to the above problem, the researcher did not have enough money needed to visits the place of case study on a regular basis. The respondents to the questionnaires did not help the issue as they were reluctant to provide the necessary Information.

1.8 Definition of the Key Terms

Collective Bargaining: Collective bargaining is defined as the process by which the two opposing side i.e labour and management reach an agreement on the terms under which they will operate for a period of time, neither is able to unilaterally impose his will on the other but must seek mutual accommodation or as the continuous institutional relationship between an employer and labour organization for the purpose a negotiating, administering, interpreting and enforcing all the written and unwritten agreement reached.
Decision Making: Is the act of selecting a course of action forms among alternatives. It is a step in planning or a rational action that take place after systematic research analysis.
Involvement in Decision Making: giving the opportunity to make contribution to the decision making
Job Satisfaction: Is the individual contentment with his or her job. However, the degree of contentment depends on the difference between what an individual expects on a fair return for his contributions and what he actually receives.
Joint Consultation: Is machinery designed to the purpose of discussing issues of common interest that relate directly to the business.
Motivation: the willingness to exert an extra effort towards the attainment of the organizational goal.
Organization: Waldo (2019) defined it as “the structure of authoritative and habitual personal interrelations in an administrative system” Organization has also been defined as a social unit deliberately constructed and reconstructed to seek specific goals.
Participation: Is a process in which two or more parties influence each other in making decision.
Productivity: Productivity is an attitude of mind. It is a mentality of a progress, of the constant improvement of that which exists. It is the certainty of being able to do better today than yesterday and continuously..
Workers Participation: It is the involvement of workers and their representatives in the process of decision making and implementation of decision in an enterprise.

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Full Project – Employee involvement in decision making and workers motivation

Full Project – Employee involvement in decision making and workers motivation

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